As a lifestyle property owner I understand the rural community, and am an avid supporter of rural life. I focus on selling the benefits of lifestyle and rural living.Proud to call Northland home, I am able to promote the region as a lifestyle choice, from its economic growth potential to its geographic and cultural diversity the region offers something for everyone. With 60% of recent lifestyle sales and 50% of all rural sales being sold to out-of-towner’s I am well placed to capitalise on this market for my vendors.Putting my clients first means I develop relationships to achieve results – “its not always about business, but understanding what motivates and drives people” by taking the time to listen.Values are important to me and my success is a direct result of this. My mantra – “to the best for others and just be a good bugger”!

Responsible for implementation of Rugby League Northland’s game plan to align with the strategic direction of NZRL. Rugby League Northland has been on a phenomenal journey over the last four years.• Playing numbers grew from 955 players in 2011 to 2955 in 2014• Consolidated management of Rugby League in Northland – unified clubs direction• Launched Leadership through League throughout Northland• Increased RLN’s budget from $200k per annum to $450k per annum with an annual operating surplus• Developed a strong Rugby League Northland Brand• Created a strong community focus with “More than Just a Game” mantra – in particular with Its not Ok – linking domestic violence awareness with sideline behaviour. As well as the Northland DHB promoting Water is the Best Drink

Responsible for delivery of Wellington Rugby League’s Developmental game plan to align with the overall NZRL game plan.• Created programs to generate employment for three new positions• Chaired of the Junior Delegates committee• Created a school development program - Leadership through League, Secondary and Primary School Competition. • Event management National and Local school and representative teams/competitions.• Developed media partnerships to promote the Rugby League brand• Coach and volunteer education

Achieving sales targets and managing the mechanical access division (cherry pickers, scissor lifts)Increased monthly sales from $15,000/month to $60,000/month

First role in commercial business initially as branch then regional manager . After 18 months the Wellington region was more profitable than it was previously AND we successfully opened a new branch. STAFFING• Identify quality staff, recruit, retain and develop• Managed 8 staff across 2 branches. BUSINESS DEVELOPMENT• Grew business from 2500 hours/week to 9000 hours in less than 9 months• Opened a new branch in Lower HuttHEALTH & SAFETY• 50% reduction of ACC costs to the Wellington regionFINANCES• Set a new standard for Tradestaff nationwide with regard to pricing/profitability

This post was a new position and therefore required extensive business development skills and strategic planning. Situated in the heart lands of Soccer required me to be very sales focused in order to actively promote a new product/project.Responsibilities included:StaffingFinanceMarketingBusiness Development